- Learning outcomes

- Agenda

- Why employee engagement is required to create a continuous improvement and high performance culture

- Definition of RME

- The culture change process initiated by RME

- Sample results

- The leverage effect of Engagement, Leadership and Continuous Improvement

- RME in practice -case studies and illustrations

- Why enablement is also required

- Top Down v Bottom Up

- Exercise 1: What is your current state re engagement and enablement?

 

- Exercises 2 & 3: How does your current CI approach compare?

- Leadership designed to create and sustain a CI culture -The Cathedral Model

- Managing on Green demonstration and exercise

- Facilitation skills demonstration and team contest exercise

- Exercise 6: How does your approach to leadership compare?

- Recap re 3 Circles

- Exercise 7: Current State re 3 Circles

- Exercise 8: Closing the gaps

- Exercise 9: After Action Review

Frank Devine - Managing Director, Accelerated Improvement Ltd.

Frank specialises in creating a High Performance (NB: not "Happiness") continuous improvement culture from the bottom-up. This deepens and accelerates employee engagement, removes barriers to enablement, systematically develops continuous improvement capability at all levels and rapidly overcomes resistance to change. In this process employees create and own their own High Performance culture; they are not "persuaded" to adopt a prescribed culture. He has also developed a comprehensive system of leadership development, The Cathedral/Higher Purpose Model, to equip leaders to create and sustain such high levels of engagement and enablement.

 

Linkedin Frank Devine: https://www.linkedin.com/in/frankdevine54/detail/recent-activity/posts/  :

Culture change and engagement specialist especially when the need is for rapid transformational change not dependent on a small number of key executives but widely owned in the organisation. (LION)

 

Example result: 25% of Shingo awards in Europe 2010-17 used the mass engagement and/or leadership development approach inherent in what follows.

 

Key differentiators (see www.acceleratedimprovement.co.uk for examples):

Speed, depth and extent of improvement in engagement;

Simplification, variation reduction and fun;

Overcoming deep-seated, and apparently immovable, negative beliefs;

Leadership Development systematically designed to reinforce Lean, Six Sigma and Innovation;

Leadership culture that is both silo and hierarchy blind;

Lean recruitment, development of talent and coaching;

Self-Directed Work Teams;

Identifying the small number of key things that drive performance and then delivering them at high levels of quantity and quality.

 

Specialties: Rapid, Mass Engagement Process creating a culture from the bottom up; creating the culture needed to support Lean, Six Sigma and innovation from the bottom up; leadership development systematically supporting a Continuous Improvement culture; simplifying and demystifying "leadership"; executive coaching; rapidly maximising individual as well as collective, performance; executive coaching; the integration of coaching and problem-solving; IR/negotiation strategy and implementation.